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Share Posted October 3, Between corporate governance scandals and tightening purse strings across the board, NPOs need not only to be more responsible to their audiences but also demonstrate that they are actively achieving progress towards their mission.
But the most interesting issue I discovered in my research revolved around the use of the BSC as a change tool. The scorecard is often treated as mechanistic; a strict formula for better measurement that sometimes, though not often enough, reaches the level of improving management.
But its scope and impact on the organization fundamentally changes the organization at all levels, including its operating context. Therefore, I approached my research with an eye toward how the BSC is used as a fluid tool that both stimulates and guides organizational change.
With this in mind, I arrived at a set of recommendations that every NPO should consider carefully when embarking upon a BSC implementation project.
Knowing yourself is the first step in ensuring the BSC works for you. This is an important step that many organizations short-shrift, or miss, altogether.
The BSC must be customized to fit the organization. People Teams working on the scorecard development must be cross-functional and also encompass multiple levels of the organization to develop the right buy-in and use across the organization. Staff who will be responsible for inputting data on performance towards objectives should be involved in the process of determining the most appropriate measures of that performance.
Process Open and continuous communication to staff and stakeholders throughout the BSC implementation process is critical to staying the course and achieving desired results. Communication processes and exchange of dialogue must be tailored to differing audiences throughout the organization.
Your organization needs to embrace the true spirit of the BSC, understanding that effective use of this tool is a continuous, iterative process. This is not a one-time process but a continuous journey using the scorecard.Lund University – School of Economics and Management | i Implementing Balanced Scorecard in a Municipality Setting – and they lived happily ever after?
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Master thesis _____ Balanced scorecard development in Lithuanian companies Cultural implications, Balanced Scorecard development process framework and discussion on interlink with employee incentive system Case study of the Lithuanian consulting engineering company.
View Test Prep - The Balanced Scorecard Structure and Use in Canadian from MBA bus at Yeditepe Üniversitesi. THE BALANCED SCORECARD: STRUCTURE AND USE IN CANADIAN COMPANIES A Thesis Submitted to. Master thesis _____ Balanced scorecard development in Lithuanian companies Cultural implications, Balanced Scorecard development process framework and discussion on interlink with employee incentive system Case study of the Lithuanian consulting engineering company.
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